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fix the questions in the learner workbook file. the other file which is learner guide is to help you find the answers.

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BSBMGT

Facilitate continuous improvement
Learner Workbook
)

Table of Contents

Candidate Details

Assessment – BSBMGT5

16

: Facilitate continuous improvement

Competency Record to be completed by Assessor

Observation/Demonstration

Activities

Activity 1.1

Activities 1.2 and 1.3

Activities 1.4 and 1.5

Activities 2.1 and 2.2

Activity 3.1

Activities 3.2 and 3.3

Skills and Knowledge Activity

Major Activity

Assessment – BSBMGT516: Facilitate continuous improvement

Please complete the following activities and hand in to your trainer for marking. This forms part of your assessment for BSBMGT516: Facilitate continuous improvement.

Name: __Hussain Hazzazi ___________________________________________________________

Address: _____316/100 Plenty Road Preston 3072 ________________________________________________________

_____________________________________________________________

Email:

______dreamday123123@hotmail.com

_______________________________________________________

Employer: __________student ___________________________________________________

Declaration

I declare that no part of this assessment has been copied from another person’s work with the exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person.

Signed: ____________________________________________________________

Date: _17/11/2019______________

If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below:

This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed.We declare that no part of this assessment has been copied from another person’s work with the exception of where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person.

Learner 1: ____________________________________________________________

Signed: ____________________________________________________________

Learner 2: ____________________________________________________________

Signed: ____________________________________________________________

Learner 3: ____________________________________________________________

Signed: ____________________________________________________________

Competency Record to be completed by Assessor

Learner Name: Hussain Hazzazi ____________________

Date of Assessment: 13/03/2020___________

The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as:

Assessor Initials

Authentic

E.V.S

Valid

E.V.S

Reliable

E.V.S

Current

E.V.S

Sufficient

E.V.S

Learner is deemed: COMPETENT NOT YET COMPETENT(Please circle)

If not yet competent, date for re-assessment: ____________________________________

Comments from Trainer / Assessor:

Dear Hussain,

With regards to your unit BSBMGT516 you have completed several of the activities with very good understanding, however the following questions need to be re-submitted:

· Activity 1.1, Question b

· Activity 3.1, Question b

· Activity 3.2 – 3.3 Questions a, b and c

You are required to complete the Skills and Knowledge Activity and the Major Activity questions. If you have emailed these to me separately, please let me know, or re-send them to my email. Please complete with your resubmission and email this to me by March 31st, 2020.

If you have any questions or need more time to re-submit, please do not hesitate to let me know.

Kind Regards

Vicky Sanos

=NYC

Assessor Signature: ______________________________________________________

Observation/Demonstration

Throughout this unit, you will be expected to show your competency of the elements through observations or demonstrations. Your instructor will have a list of demonstrations you must complete or tasks to be observed. The observations and demonstrations will be completed as well as the activities found in this workbook. An explanation of demonstrations and observations:

Demonstration is off-the-job

A demonstrationwill require:

Performing a skill or task that is asked of you

Undertakinga simulation exercise

Observation is on-the-job

The observation will usually require:

Performing a work based skill or task

Interaction with colleagues and/or customers

Your instructor will inform you of which one of the above they would like you to do. The demonstration/observation will cover one of the unit’s elements.

The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Your instructor will ensure you are provided with the correct equipment and/or materials to complete the task. They will also inform you of how long you have to complete the task.

You should be able to demonstrate you can:

1. Lead continuous improvement systems and processes

2. Monitor and adjust performance strategies

3. Manage opportunities for further improvement

You should alsodemonstrate the following skills:

· Reading

· Writing

· Oral Communication

· Navigate the world of work

· Interact with others

· Get the work done

Activities

Activity 1.1

Estimated Time

40 Minutes

Objective

To provide you with an opportunity to develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate.

Activity

Two members of the management team have resigned. Due to a crash in the financial markets, consumer spending has decreased. To cut costs, senior management will only replace one manager. Instead, your job will be spread to include two more teams. Up until this stage, you have always used the participative decision-making process. Time constraints and pressure has given you no choice but to introduce consensus decision making to your teams.
a. How do you think teams should be trained?Why have you chosen this approach? Do not limit yourself tothose methods found in the learner guide.
By teaching of vocational and practical skills and knowledge. To improve and develop the workplace and the staff abilities.
Due to limited time and cost, it is more appropriate for the team members to adopt a consensus decision making approach. Through which, an effective solution can find out easily with in a limited time period instead of spending so much time to find out one solution.
Satisfactory
Regards Vicky Sanos
=S

b. Do you believe that, once a coach is allocated, your responsibility for the decisions of the team is released?Why?
When the coach will hire, he/she will responsible to arrange all necessary and required skills and training for the entire team members which is effective and important for them. Through this, the coach will arrange knowledge and information improvement programs for the employees and will aware them about the new ways to increase their productivity and performance up to great extent. This will release my duties as a team manager up to some extent and will reduce the relevant burden of work as well.
Not yet satisfactory answer here.
Please refer to the learner guide pages 12 – 21 for the relevant information to help you complete this activity.
Sorry to advise you of this.
Kind Regards Vicky Sanos
=NYS

c. Should you give your team support?Why?Why not?Give at least three examples and the impact that they make to the team.
Suggestions should provide to team members by all means. Through availability of more suggestions and opinions, the scope of team members and their work activities will goes up. Through which, the level of ambiguity among team members can minimize. The experience level hold by me will clarify the support guiding map of team members as well.
For example:
(i) Providing awareness of team goals and encourage staff to keep on continuous basis will keep the team member’s focus level up to great extent.
(ii) Providing the knowledge of relevant reward and recognition system toward team member will become the cause of their performance improvement.
(iii) Continuous encouragement and guidance will increase the motivation level of team members.

Satisfactory
Regards Vicky Sanos
=S

Activities 1.2 and 1.3

Estimated Time

40 Minutes

Objective

To provide you with an opportunity to establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders, and develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes.

Activity

Helena Estradia has been asked to check the communication system in the administrative department. Several new processes have been introduced to the department to improve and eliminate processing steps to ensure that customer’s orders were shipped faster. Part of the process required all orders to be emailed to the picking department and for the same email to automatically be generated to the customer.
The picking department needed to pick and ship the order within 24 hours. A second email should automatically be generated once the order was finalised and shipped to the customer. All emails should have been processed by the administrative department.
a. Draw a flow chart for the procedure outlined above.What steps seem to be missing?Use the flow chart to identify the gaps in the communication process?

(
Communication system order is processed by admin dept
)

(
Establishment of business internal email information system
)

(
Copy of P.O send to production, sales, accounts and finance department through automatic generated email to customer
)
(
Automatic generation of sale order
)

(
Examine the approval of relevant authority and shipping company.
) (
Maintain gate and outward pass
)
(
Track the orders send and dispatch from warehouse.
)

Satisfactory
Regards Vicky Sanos
=S

b. Several customers complained that they did not receive the emails.What information should you gather to ensure that the customers receive emails that confirm processing and shipment?

Customer order confirmation receipt should obtain along with the courier company delivery confirmation as well. Through this information, it can easily observed either the orders are shipped and delivered to customers or not.
Satisfactory
Regards Vicky Sanos
=S

c. There seems to be a general confusion about this process.Your team is not sure about the process.As a coach, explain how you would implement and support continuous improvement of this process? Include in your answer what an effective coach is, the type of coaching and the skills you would use? Explain each answer that you have given.
Effective coach is one who persuade the team members or learners to perform in a specific direction and to work in efficient and productive manner. There are various coaching types which include business coaching ,career coaching ,leadership and internal coaching. For implementation of this process, there is no adopt leadership coaching. Leadership coaching enable to design a customize leadership plan through which the individuals can motivate to behave in specific direction and to adopt specific behaviour like listening carefully and ask questions which are necessary to achieve the organizational stated goals which is important to look after the customer.

Satisfactory
Regards Vicky Sanos
=S

Activities 1.4 and 1.5

Estimated Time

40 Minutes

Objective

To provide you with the chance to ensure that change and improvement processes meet sustainability requirements and ensure that insights and experiences from business activities are captured and accessible through knowledge management systems.

Activity

Your organisation wishes to expand its share of the market. You have noticed that your competitors have started using sustainability as part of their marketing.
a. Use your knowledge of an organisation to make recommendations on the following areas, to improve sales using sustainability requirements. You would also like to use knowledge management systems to continuously improve your organisation’s operations.Make recommendations on how you could do this for each goal.

Goal

Sustainability

recommendation

Knowledge

recommendation

You are considering entering the international market in the next few years and want to have a presence in industry.

Adopt effective expansion strategy at international level through use of broker with knowledge to expand in international communities.

Grab the entire information about the relevant economy’s culture and buying trends.
Assessor note: To confirm you would have the opportunity to invest in a knowledge broker to research
=S

You would like to use the supply chain to reinforce your claims regards sustainability

Increase the integrity level ethics, among entire business supply chain suppliers by removing relevant bottlenecks.

Hold the complete information about market suppliers and their relation with customers.

Your organisation wants to make sure that they continuously improve to meet ongoing demand and use products that reflect their support of sustainability

Adopt EOQ and Just In time ordering techniques for purchase of material. This can enable the business to compete the entire demand level with limited lead time.

The business must gather the relevant market information and customer buying and consumption trends as well. Along this ,information about business production activities and level of wastage among production activities should also identify .

Satisfactory, good work!
Regards Vicky Sanos
=S
b. Why have you made the recommendations in the table above?Discuss briefly.

The business should gather the cultural knowledge base information along with relevant economy information as well in which the business wants to enter. Through this ,the information about relevant marketing trends and buying trends present in those countries can identify and relevant expansion strategy can adopted easily.Through this, the effective relations can made with suppliers and their knowledge about customers and their preferences can gained easily and with confidence.

Satisfactory
Regards Vicky Sanos
=S

c. What steps would you put in place to ensure that your new initiative meets the sustainability requirements?How would you transfer the knowledge in the continuous improvement process?

By using Knowledge Management System by Walking around and Management by objectives strategies ,the management of business can communicate with employees or team members about what is expected from them and in what direction should they behave. Through which they can motivate and aware about the specific work direction and can work efficiently. Beside this ,implementation of TQM techniques and effective performance measurement strategies ,the process can continuously improve to be competitive in the markets locally and internationally.

Satisfactory
Regards Vicky Sanos
=S

Activities 2.1 and 2.2

Estimated Time

30 Minutes

Objective

To provide you with an opportunity to monitor and adjust performance strategies.

Activity

Individually or in pairs, complete the following:
a. Using Activities 1.2 and 1.3, identify what strategies you could use to turn the negative customer interactions, into positive interactions.Do you believe that if you respond quickly to the negative feedback, you will be in a position to obtain new opportunities?Explain your answer.

By adoption of quick customer care service and feedback ,the business can promptly respond towards the complaints and negative experiences faced by the customers. Through this ,the concerns and complaints of customers can remove on primary based and a sense of importance can develop among them which help to retain the negative experience base customers as well.

Satisfactory
Regards Vicky Sanos
=S

b. What operational progress indicator(s) could you use to measure the customer’s satisfaction?What would you measure?
Customer Retention level, Increase I number of customer, number of new customers and increase in sale volume will be help to measure the customer satisfaction level. Through this ,the nature of customer’s experience towards the business and its product portfolio can analyse and relevant improvement measures can implement.

Satisfactory
Regards Vicky Sanos
=S

c. Using Activities 1.2 and 1.3 and the seven step problem solving process, recommend the strategies that you would use to adjust and communicate these to the stakeholders.

1. Identify:Effective one to one physical communication network system should implement in this regard to help find out about customer complaints. 2. Explore: Through which , effective and in depth communication network can establish with stakeholders and by use of electronic communication 3. and staff training &learning strategies to4. set goals. Find, their relevant knowledge about implementation of current improvement base to improve customer servicegoals, strategies can goes up but always continue to monitor for future improvements or alternative.
5. Choose the best communication process and have this 6.implemented with right training.
7. Keep always continue to monitor for future improvements
Satisfactory
Regards Vicky Sanos
=S

Activity 3.1

Estimated Time

30 Minutes

Objective

To provide you with an opportunity to establish processes to ensure that team members are informed of outcomes of continuous improvement efforts.

Activity

Individually or in pairs, complete the following:
a. Helena’s organisation has decided to implement the changes that have been recommended in Activities 1.2, 1.3, 2.1 and 2.2. Using Kotter’s eight-step change model, explain how you would implement the change process.
To implement change ,the business has to adopt the below Kotter’s eight steps of change. Through which effective results can obtain easily:
(i) Make Enviornment of Change:
Through this, several minor changes can made by the organization. Through which, a climate or a sense of change can make in business. Through this, the urgency regarding change can increase.
(ii) Build Guiding Team:
Through this, a guiding team can build which guide about how the change and new strategies can implement by business.
(iii) Get Right Vision:
Through this ,the actual essence and reason of change should identify and implement by the management.
(iv) Communication:
Through this ,effective communication network can made among the entire organization through which the information and need of change can increase among employees.
(v) Empower Action:
Through this , the action plan of change can execute practically.
(vi) Create Short Term Wins:
Through this, effective reward system can implement to measure short term goals of change.
(vii) Don’t Let Up:
Through this, the solutions of risks should identify.
(viii) Make it Stick:
Through this ,effective measure should implement to make the change implementation on a long term basis.

Satisfactory, well done!
Regards Vicky Sanos
=S

b. Draw a flow chart to demonstrate how you would communicate any changes that have been recommended.

Sorry to advise you, however your flow chart seems to be very blurred and difficult to read. Please ensure you are answering your own unique answer here and that it relate to the question above use the Kotters 8 step change model.
Refer to learning guide pages 62-64
Regards Vicky Sanos
=NYS

Activities 3.2 and 3.3

Estimated Time

30 Minutes

Objective

To provide you with an opportunity to ensure processes include recording of work team performanceto assist in identifying further opportunities for improvement and consider areas identified for further improvement when undertaking future planning.

Activity

Individually or in pairs, complete the following:
a. Based on all of the Activities, except for Activity 1.1, list and briefly explain the documentation that would need to be maintained to assist the team in identifying further opportunities for improvement.

A complete guiding book which contain the entire guiding information about how the change can be made ,why the need of change arise and its implementation process base information should be present. Through which, a roadmap regarding change can identify and follow by employees.

Sorry for the advice, your answer is not related to the question. Please re-read the question and provide your updated answer. Ensure your answer relates to the scenario in Activity 1.1.
=NYS

b. What documentation would you recommend the organisation maintain for this case?Why?

A complete change base guideline should maintain along with maintenance of team report and minutes of team meetings should maintain. This will help the future teams to identify how they can implement change and cope up relevant risk level.
Sorry for the advice, your answer is not related to the question. Please re-read the question and provide your updated answer. Ensure your answer relates to the scenario in Activity 1.1.
=NYS

c. What areas would you recommend for further improvement, to ensure that quality is maintained in future planning?

The skills and learning of employees should improve to enhance their productivity level. Beside this, the technology level and quality of business internal processes should improve to increase the future of business.
Sorry for the advice, your answer is not related to the question. Please re-read the question and provide your updated answer. Ensure your answer relates to the scenario in Activity 1.1.
=NYS

Skills and Knowledge Activity

Estimated Time

1 Hour

Objective

To provide you with an opportunity to demonstrate your knowledge of the foundation skills, knowledge evidence and performance evidence.

Activity

Complete the following individually and attach your completed work to your workbook.
The answers to the following questions will enable you to demonstrate your knowledge of:
· Reading
· Writing
· Oral Communication
· Navigate the world of work
· Interact with others
· Get the work done
Answer each question in as much detail as possible, considering your organisational requirements for each one.
1. What things might continuous improvement processes involve?
2. Create a mind map to outline knowledge management systems.
3. How can you do the following:
· Increase efficiencies
· Mitigate risk
· Meet new challenges
· Monitor business activities
· Process information faster?
4. Outline the concept of the waste management hierarchy.
5. Which of the following does your organisation use for recording work team performance:
· Annotated performance plans
· Recommendations for improvement
· Quantitative data such as production figures
· Records and reports
Explain.
Please complete the skills and knowledge questions and include with your re-submission.
Kind Regards
Vicky Sanos
=NYS

Major Activity

Estimated Time

1 – 2 Hours

Objective

To provide you with an opportunity to demonstrate your knowledge of the entire unit.

Activity

This is a major activity – your instructor will let you know whether you will complete it during class or in your own time.
Attach your completed answers to the workbook.
You must individually, answer the following questions in full to show your competency of each element:
1. Lead continuous improvement systems and processes
1. Monitor and adjust performance strategies
1. Manage opportunities for further improvement
Individually or in pairs, complete the following and present it as a portfolio:
Choose a process or performance criteria that needs to be addressed in your organisation. The process must consider a sustainability issue, continuous improvement and the recommendation of how you would transfer knowledge using a Knowledge Management System (KMS) to your team.
1. Briefly explain and describe what strategies you would use to encourage and support your team to participate in the decision-making process, including assuming responsibilities. Why would they assume responsibility for these areas?
2. How would you communicate with your team? Why?
3. Set goals and identify how you would address any gaps in performance.
4. Complete at least one outline of a proposed performance plan:
· Identify the desired performance levels of the teams
· Identify the performance levels to be achieved
· Provide a measure of progress for the desired performance levels
5. What rewards and recognition would you use to encourage and support your team?
6. What decision-making process would you use? Why?
7. What systems would you put in place to communicate the continuous improvement process? Use a flow chart to assist you, if needed.
8. Who are the stakeholders? Why?
9. What continuous improvement processes and systems would you recommend be put in place? Why? Give at least one example.
10. To fill in any gaps in either performance or skills, what process(es) would you put in place? Briefly explain how you would do this and how you would ensure that it is effective?
11. Howcould you capitalise on new opportunities and be responsive to the market?
12. How would you measure the success of these opportunities? Why use this/these indicator(s)?
13. Use a communication flow chart to demonstrate the communication plan.
14. Manage further continuous improvement strategies using:
· The Change Management Model
· Communication plan for continuous improvement
· Maintaining records.
Make any recommendations that you feel are important to this process.

Please complete the Major Activity questions and include with your re-submission.
Kind Regards
Vicky Sanos
=NYS

MSA Training and Professional Development Phone: 03 9905 3180

Room 159, 21 Chancellors Walk Website: monashshortcourses.com

Monash University Clayton, Vic 3800

BSBMGT516 V3 24.01.19

Page | 2

(
BSBMGT

Facilitate continuous improvement

Learner Guide
)

BSBMGT5

Facilitate continuous improvement

Table of Contents

Unit of Competency

Performance Criteria

Foundation Skills

Assessment Requirements

Housekeeping Items

Objectives

Lead continuous improvement systems and processes

1.1 – Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

Clarification of roles and expectations

Communication devices and processes – such as intranet and email communication systems – to facilitate input into workplace decisions

Long-term or short-term plans factoring in opportunities for team input

What information could you provide your team with?

Mentoring and ‘buddy’ systems to support team members to participate in decision making

Training and development activities

Performance plans

Reward/recognition programs for high performing staff

Why teams don’t work in the decision-making process?

Decision-making processes in detail

Activity 1.1

1.2 – Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders

The stakeholders

The continuous improvement process

Systems

Policies and procedures

Scenario 1

Forums

Scenario 2

Scenario 3

Scenario 4

Scenario 5

Scenario 6

Scenario 7

1.3 – Ensure that change and improvement processes meet sustainability requirements

Addressing environmental resource sustainability initiatives

Apply the waste management hierarchy in the workplace

Regulations and

Corporate Social Responsibility

(CSR)

Waste management

Ecological footprint

Government initiatives

Productivity stewardship

Green Office Program

Green purchasing

Sustainability reporting

Supporting sustainable supply chain

1.4 – Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes

Effective mentoring

Types of mentoring

Skills for mentors

Mentoring model

Effective coaching

Skills for coaches

Activities 1.2 and 1.3

1.5 – Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

Activities 1.4 and 1.5

2. Monitor and adjust performance strategies

2.1 – Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

2.2 – Adjust and communicate strategies to stakeholders according to organisational procedures

Problem-solving chart

Problem solving flow chart

Activities 2.1 and 2.2

3. Manage opportunities for further improvement

3.1 – Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

Activity 3.1

3.2 – Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

Recording for work team performance

3.3 – Consider areas identified for further improvement when undertaking future planning

Activities 3.2 and 3.3

Skills and Knowledge Activity

Major Activity – An opportunity to revise the unit

References

Unit of Competency

Application

This unit describes the skills and knowledge required to lead and manage continuous improvement systems and processes. Particular emphasis is on the development of systems and the analysis of information to monitor and adjust performance strategies, and to manage opportunities for further improvements.

It applies to individuals who take an active role in managing a continuous improvement process in order to achieve an organisation’s objectives.

At this level, work will normally be carried out using complex and diverse methods and procedures which require the exercise of considerable discretion and judgement, using a range of problem-solving and decision-making strategies.

No licensing, legislative or certification requirements apply to this unit at the time of publication.

Unit Sector

Management and leadership Management

Performance Criteria

Element
Elements describe the essential outcomes.

Performance Criteria
Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Lead continuous improvement systems and processes

1.1 Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate
1.2 Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders
1.3 Ensure that change and improvement processes meet sustainability requirements
1.4 Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes
1.5 Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

2. Monitor and adjust performance strategies

2.1 Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved
2.2 Adjust and communicate strategies to stakeholders according to organisational procedures

3. Manage opportunities for further improvement

3.1 Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts
3.2 Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement
3.3 Consider areas identified for further improvement when undertaking future planning

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.

Skill

Performance Criteria

Description

Reading

1.2, 1.3, 1.4, 1.5, 2.1, 2.2, 3.3

· Identifies and extracts relevant information from a range of complex texts
· Locates, interprets and analyses workplace documentation to gather information relating to continuous improvement

Writing

1.1, 1.2, 1.4, 1.5, 2.1, 2.2, 3.1-3.3

· Develops complex texts related to continuous improvement processes according to organisational requirements
· Ensures the vocabulary, grammatical structures and conventions are appropriate for the context and target audience

Oral Communication

1.1, 1.2, 1.4, 2.2

· Presents information to a range of audiences using appropriate structure and language
· Listens and comprehends information from a variety of spoken exchanges with clients, co-workers and other stakeholders
· Confirms understanding through questioning and active listening

Navigate the world of work

1.1-1.3, 2.1, 2.2

· Develops strategies to enable compliance with legislative requirements and achievement of the organisation’s goals
· Monitors adherence to organisational policies, procedures and protocols and considers own role in terms of its contribution to broader goals of the work environment

Interact with others

1.1, 1.2, 1.4, 2.2

· Identifies and uses appropriate conventions and protocols when communicating with colleagues and external stakeholders
· Collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction andinfluencing direction

Get the work done

1.1, 1.2, 1.4, 1.5, 2.1, 3.1, 3.2, 3.3

· Takes responsibility for developing, implementing and monitoring systems and processes to achieve organisational outcomes
· Uses analytical and lateral thinking to review current practices and develop ideas for improvement
· Reflects on the ways in which digital systems and tools are used, or could be used, to achieve work goals

Assessment Requirements

Performance Evidence

Evidence of the ability to establish systems and processes for continuous improvement that:

· Facilitate effective contributions to and communications about continuous improvement processes and outcomes

· Address sustainability requirements

· Incorporate mentoring, coaching and other support to enable people to participate effectively in continuous improvement processes

· Capture insights, experiences and ideas for improvements and incorporate them into the organisation’s knowledge management systems and future planning.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

· Explain how systems and procedures can support effective continuous improvement

· Explain how continuous improvement systems and processes relate to other business systems and requirements including, knowledge management, quality, performance management and sustainability.

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:

· Relevant workplace documentation and resources

· Case studies and, where possible, real situations

· Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Links

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes – http://www.ibsa.org.au/companion_volumes

Housekeeping Items

Your trainer will inform you of the following:

Where the toilets and fire exits are located, what the emergency procedures are and where the breakout and refreshment areas are.

Any rules, for example asking that all mobile phones are set to silent and of any security issues they need to be aware of.

What times the breaks will be held and what the smoking policy is.

That this is an interactive course and you should ask questions.

That to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn.

Ground rules for participation:

Smile

Support and encourage other participants

When someone is contributing everyone else is quiet

Be patient with others who may not be grasping the ideas

Be on time

Focus discussion on the topic

Speak to the trainer if you have any concerns

Objectives

Discover
how to lead continuous improvement systems and processes

Know
how to monitor and adjust performance strategies

Learn
how to manage opportunities for further improvement

Gain
skills and knowledge required for this unit

1. Lead continuous improvement systems and processes

1.1 Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

1.2 Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders

1.3 Ensure that change and improvement processes meet sustainability requirements

1.4 Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes

1.5 Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

1.1 – Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

“Continuous improvement is the process of increasing the quality and services through incremental gains accompanied by occasional innovation”
(Kuratko and Hodgetts, 1995, p.697).

To remain competitive in today’s market, organisations need to have processes and strategies in place to ensure that they stay ahead of the competitor.Continuous improvement should not only be seen in the front of house, it should be encouraged at every level of the organisation.

Research from many sources has demonstrated that in any organisational environment that the level of success within a team can be reflected in the level of support that team members receive from their managers.It is important that as a manager, even if you do not say it directly, you demonstrate that your support organisational initiatives.

You need to make yourself visible to your staff.Something as small as an acknowledgement of a team member’s name can lift the morale of a staff member – this will usually be reflected in their performance.

Reflect on your own experiences

Even as a manager, do you not feel good if your superior acknowledges your efforts?Do you perform better?Why?

Reflect on a time when you did a good job and you were not acknowledged.How did you feel?

How did it affect your performance level?A good manager remembers what made them feel positive during their professional life and takes steps to ensure that they make their team feel the same way.

Business leaders identify two critical factors which drive success in world class organisations:

Constantly improving performance by becoming better, faster, cheaper and more effective

Involving 100 percent of the minds and passion of all their people in identifying problems and resolving them.

For continuous improvement to work, the senior management team need to define the framework for the continuous improvement process.This means that the organisation that you work in needs to have managers that recognise the importance of involving their people in teams to tackle problems and improve the performance of processes that they are responsible for. They must also work with their subordinates to identify means to improve the performance of processes which have more than one function.

Teams need to be supported by management.They need to feel that as a manager you are supporting their work, whilst being committed to the organisation and putting in an effort to improve things. :www.managers-net.com/improvingperformance.html

For continuous improvement to exist, team members must have an environment in which knowledge is shared.To make informed decisions, team members need not only the support of their management; they require sufficient information to make an informed recommendation.

Management support and information-sharing practices will assist not only your team, but also yourself.We are living in a dynamic age – the role of management is forever changing.To meet these demands, you need to be able to delegate in a way that allows you to have the time to meet the organisation’s goals and objectives.

Clarification of roles and expectations

By providing your team(s) with the information they need to make informed decisions, you are sharing the responsibility for the task with your team and empowering them by demonstrating that you trust them to meet their goals.This will only work if you provide teams with the information they require to make decisions.

The first step in any information-sharing process is to ensure that your team members understand their goals.Goals are written to provide your team with a precise measurement of their performance levels.As teams operate at an operational level, their performance should be measured according to key performance indicators.

Key performance indicators must use a goal that defines and measures progress towards organisational goals.For example, the organisation’s strategic goal is to improve quality by 5 per cent.The goals in the operational plan are to train staff in identifying the correct organisational policies and procedures, in regards to quality, and then to find ways to improve that quality through processes – these are then improved by your team.

We have already established that the team should be provided with their goals, now they have been provided with organisational policies and procedures.These are your expectations for your team.The organisational policies and procedures provide them with what they should perform.

Where may they obtain information in regards to their roles?When a team member is inducted into the organisation, they are provided with a job description.This provides them with a clear explanation of their roles and the skills and knowledge they should demonstrate.The key performance indicators, in turn, provide the team with the organisation’s critical success factors.

This does not mean that your job stops here.You must continuously ensure that your team has the information they require to keep up to date, meet their goals, notify them of any changes to their job description and understand the level of performance required.As a manager, you can do this through the communication process.

Communication devices and processes – such as intranet and email communication systems – to facilitate input into workplace decisions

Meetings

, informal discussions and feedback processes are not always sufficient ways in which to provide your team with updates on their roles within the organisation and the changing expectations of the organisation.

You may, for instance, work in any organisation that operates 24 hours a day and has staff that work erratic shifts for various reasons(e.g. during the lunch time period); your office may employ a part-time worker to man the reception while the receptionist has her lunch and then work in other areas that cannot be left unmanned during other periods.The part-time worker is included in the team, but they job share.

Job sharing is the division of one job by two or more employees who work on a part-time basis and share the work, hours, salary and entitlements allocated to the job. In these types of situations, you may find it very hard to book meetings or catch up with the staff member in general.

In this instance, you may need to use other communication devices to not only provide updates, but to receive feedback from staff in regards to workplace decisions.

Long-term or short-term plans factoring in opportunities for team input

All long-term and short-term plans must correlate with their strategic and operational plan counterparts.When staff are encouraged to participate in the decision-making process, they take ownership of their actions – “employees that report higher levels of work effort, customer orientation and problem solving”.: www.ownershipassociates.com/selfdir.shtm

When you communicate and provide team members with updated information, it is important to make sure that you are very clear on what plans will be impacting on their performance.For example, if the long-term goal of the organisation is to improve sales by training all staff in improving their customer service skills, then the team would be able to recommend whether they should be provided with a mentor, a buddy system or provided with training from an external body or in-house.

What information could you provide your team with?

Team members may not be familiar with any of these options, so you may provide them with definitions and the activities that they need to do to improve their performance.

Would this information be sufficient?Do you believe that the team would like the advantages and disadvantages of each?To make an informed decision, the answer to the previous two questions needs to be “yes”.

Mentoring and ‘buddy’ systems to support team members to participate in decision making

A mentor is a person that provides support.Mentors provide their experience with team members, relating what they have learned in a way that the person can connect with their own learning.The mentor is given an opportunity to provide the mentee with knowledge of their experience.

The advantages and disadvantages for the mentee are:

Advantages

Disadvantages

· Learns the organisation’s values
· Placed in a non-threatening environment where they obtain assistance and support
· They have access to someone who understands the organisation’s culture, personnel and ways of working

· Resource implications – both mentor and learner require time to develop skills to plan, review and communicate
· That mentoring is additional and not a substitute for more training
· If the mentor is not appropriate, the learner could be lead in the wrong direction

The buddy system is a procedure in which two people, the buddies, operate together as a single unit so that they are able to mentor and help each other.

The advantages and disadvantages of a buddy system include:

Advantages

Disadvantages

· They must work together
· They must trust each other
· They must trust the same people to reduce conflict between buddies

· They may not agree
· They may not trust each other
· They may not like each other

Training and development activities

Training refers to the acquisition of competencies, skills and knowledge as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies.

Advantages

Disadvantages

· Development of skills, knowledge and experience

· Costs
· Training does not meet the needs of the organisation

Development (such as professional development) refers to skills and knowledge attained for both personal development and career development.It encompasses all types of facilitated learning opportunities such as coursework and informal learning opportunities.

Advantages

Disadvantages

· Learning new skills in the advancement of the job

· Costs

So, if you have your job description and the advantages of disadvantages of being a mentor, in a buddy relationship, in training and professional development, what is else missing?

Performance plans

Team performance plans

are detail plans that:

These goals need to align with the organisation’s objectives by:

1. Making sure that the team performance plan aligns with the team’s purpose

2. Making sure that the team’s purpose aligns with the organisation’ objectives.

The goals in the performance plan are:

KPIs

Goals to improve the competency of the team

Team building goals.

In this exercise, to make informed decision team members would have been provided with:

1. A job description

2. A definition and the advantages and disadvantages of mentoring, being a buddy, training and development

3. Team performance plan.

Reward/recognition programs for high performing staff

The previous information alone is not sufficient.Even though, you have provided them with the information, they require, you have not acknowledged the high performing staff.In continuous improvement – otherwise known as Kaizen – rewards can motivate employees to submit improvement ideas and take the program along way.It is important to make sure that you acknowledge workers’ efforts.

If you do not recognise a worker’s effort in your position as a manager, you may find yourself in the position where your team has all of the information but does not do anything with it.As a manager, you need to motivate your team continuously to ensure that they work.

The power of employee recognition

Saying “thank you” may be sufficient recognition to encourage staff to work harder.People who feel appreciated are more positive about themselves and their ability to provide ideas and feedback.Be consistent with any feedback that you provide.Don’t acknowledge one staff member and then ignore another for displaying the same behaviour.

Rewards

Time is perceived to be an excuse why employees are not recognised and rewarded.Recognition of an employee’s efforts is a reward.Rewards and recognition are tools used to motivate your team to greater heights.As such, a manager should always take the time to acknowledge team members for their contributions.These contributions add to meeting performance goals and strategic plans, so try to make an effort to reward and acknowledge the employee(s).

Other than a thank you, rewards may include:

Sending hand written notes

Rewarding effort, as well as success

Giving them a free pass to a recreational activity

Taking them out for coffee

Acknowledging them before their peers during a meeting.

Why teams don’t work in the decision-making process?

Robins and Finley – the writers of “Why teams don’t work” – claim that, for teams to work in the decision-making process, they must agree to the decision-making processbefore the decision making discussion starts.The decision-making method could include any one of the following:

Consensus –

Consensus decision making

is where all team members get a chance to air their opinions and must ultimately agree on the outcome. If any team member does not agree, discussions continue. Compromise must be used so that every team member can agree with and commit to the outcome.

Majority –Majority decision making is democracy in action. The committee puts a motion to the rest of the group and a decision is made on a simple majority.

Minority –Minority decisionmaking usually takes the form of a sub-committee of general group or committee that investigates information and makes recommendations for action. Sub-committees can be very useful for individual projects, such as publicity stunts.

Averaging –Averaging is the epitome of compromise.Team members haggle, bargain, cajole, and negotiate an intentional middle position. Usually no-one is happy with the result except the neutrals on the team.

Expert –This is simple. Find or hire experts, listen to what they say, and follow their recommendations.

Authority rule without discussion –This is where there is usually no room for discussion, like pre-determined decisions handed down from higher authority(e.g. Moses on Mt. Sinai). Trust is often killed with this method, when a team leader tries to fool their team members into thinking that their opinions really can affect the decision. Team members know when a team leader is messing them around.

Authority rule with discussion –This method is also known as participative decision making. Unfortunately, most people don’t know what this really means. Many leaders think that they have to give up their decision-making responsibility. There is nothing further from the truth. Under this method, those in the decision-making role make it clear from the onset that the task of decision making is theirs.They join in a lively discussion of issues; their opinions count just like other team members. When they have heard enough to make an educated decision, they cut off the discussion, make the decision, then get back to all team members to let them know how their inputs affected their decision. Most team members feel listened to and are willing to participate in another team decision using this method.

Decision-making processes in detail

Collective participative decision making is employed a lot by management.However, when you have many responsibilities, you may need to consider different options.One such option may include consensus decision making.

Consensus decision making is a group decision-making process that not only seeks the agreement of most participants, but also the resolution and mitigation of minority objections.It is used to describe both general agreement and the process of getting into such an agreement.

As a manager, your role is not to manage the decision-making process but to build an environment for team building.Even if you don’t take part in the training, at least provide your team(s) with support.As a manager, you should provide support:

1.
Make sure that everyone is heard and feels listened to – do not let them argue.They need to respect each other and listen to each other and if necessary assess their understanding to ensure that everyone is making the same recommendations based on a clear understanding of the decision they are making.

2. No-one wins and no-one loses. Encourage teams to be creative.They do not have to agree, but the best decision should be made for the right problem.Remind them that even though the decision not being used is not being followed, it does not mean that it will not be used at a later date.

3. Encourage team members not to change their minds simply to avoid conflict, agreement or maintain harmony.If decisions are made too quickly, be suspicious.Why?Only yield to positions that are objective or have logically sound foundations or merits.

4. Avoid conflict-reducing techniques such as majority votes, coin toss or bargaining.When team members finally agree; make sure that they are aware that they will not always be right.It is not a competition.

5. Differences of opinion are expected and natural.Make sure that everyone is involved in the decision-making process.Disagreements can improve the group’s decision.

Be a guide if necessary – do not take over the process, as you will undermine the team.By recognising and rewarding the team as a whole, you will reinforce their confidence and trust in each other to get things right.

Participative decision making is the extent that managers allow or encourage employees to share of participate in organisational decision making.

The collective participative decision making style indicates that the leader is involving the organisation, including sharing information, perceptions an ideas with the leader.Where consensus decision making allows the team to make choices, participative decision making keeps the leader in control.The leader is solely responsible for the decision and the consequences.However, members are given a sense of involvement.In turn, the leader is given different perspective.When team members are notified before the decision is implemented there are no surprises and the sense of involvement is enhanced.

: www.decision-making-confidence.com/collective-participative-decision-making-style.html

The problem with collective decision making is that it is time consuming and if the decision-making process relates to security, it is inappropriate to use the style.If too many people are involved, the level of risk would be too high.

Activity 1.1

1.2 – Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders

Communication devices have already been considered in the previous chapter.For continuous improvement to thrive in an organisation, it is essential that all team members obtain up to date information about the decision-making processes that they are a part of.Variations in who is entitled to access to information is usually covered in organisational policy and procedures.

For example; as a manager you are provided access to the organisation’s budgets.Teams will usually not be provided with access to this information.However, you may choose to let them know if you have a tight budget when they make a decision.As long as the decision does not compromise OHS legislation or any other legislative requirements, then you are making sure that they are making an informed decision.

A business system is a procedure or process used to deliver information to appropriate team members.Organisations will have systems in place to ensure that all stakeholders have access to the required information and data to make an informed decision.

So what are informed decisions?What impact could they have on the organisation?

An informed decision is one made after learning relevant facts about the topic it concerns.However, if the incorrect or insufficient information is provided, then this can have a negative impact on the organisation both externally and/or internally.

For example, your team has been asked to increase performance by looking at their processes and finding ways to meet your team goals.Your team was provided with job descriptions and an old set of specifications for your equipment.This was the team’s undoing.Recent increases in incidents caused the organisation to re-engineer part of the equipment.Your team was aware of the changes, but did not realise that the specifications provided were out of date.

Based on the information your team received, they made a decision that ended up having a negative impact on the quality of the product.An increase in broken products caused your customer to move to your competitor and, as a consequence, your team lost trust in both you and the organisation.

So, what went wrong with this example?

First the change to your teams’ equipment was not communicated to the team.Secondly, they were not provided with the correct information.In both instances, the incorrect information has been provided and the team made a bad decision.

In both instances, staff lost trust and respect for you and the organisation.You will need to work fast to convince your team that this information was provided incorrectly and that you support the consensus decision-making process.You may ask the team for suggestions on improving the system, so this error does not occur again.

Finally, your increase in defects will have a negative impact on the organisation.Customers have already moved to your competitors.Who knows what impact that will have on their bottom line and your own?The level of trust that you may lose can be overcome with quick responses and excellent customer service.

The level of loss of reputation will vary according to the situation and the organisations and people involved.When systems are put in place you should consider:

1. Who the stakeholders are

2. The level of access they require to receive information on updates to continuous improvement processes, so that team members know the latest versions to find to make an informed decision

3. The systems required to provide the stakeholders.

The stakeholders

The stakeholdersmay include:

Business or government contacts

Funding bodies

Individuals within the work team

Internal and external contacts

Organisation’s clients and customers

Professional association

Senior management and board members

Unions/employee groups.

The continuous improvement process

The continuous improvement processes may include:

Cyclical audits and reviews of workplace, team and individual performance

Evaluations and monitoring of effectiveness

Modifications and improvements to systems, processes, services and products

Policies and procedures which allow an organisation to systematically review and improve the quality of its products, services and procedures

Seeking and considering feedback from a range of stakeholders.

You now know who the stakeholders may include and the continuous improvement processes that could be used to provide; next, let’s look at the systems that an organisation may have in place and scenarios in which the stakeholders and the continuous improvement processes may be used.

Systems

Remember a business system is a procedure or process used to deliver information to appropriate team members.These systems are used to ensure that stakeholders have the latest information to make an informed decision.As an organisation and as a representative of the organisation in which you work, one of your responsibilities is to ensure that information is shared with the appropriate stakeholders.

The faster and the quicker that you respond to changes or a proactive and predict changes correctly, the more chance the organisation has an opportunity within the marketplace. In an organisation there is not just one system on its own used to communicate to stakeholders.Instead there are whole sub-sets made up of information that needs to be communicated to stakeholders.

Policies and procedures

A policy is described as a principle or rule to guide decisions and achieve outcomes.A policy is usually a commitment to perform at a specific level.A procedure is the steps involved in performing a task. The stakeholders involved in the process should be provided with any improvement process.

Scenario 1

Agim has recently been employed as a manager at Star Constructions.He is a part of a small administrative team and is the only employee at work this day.All of the administrative team have called in sick.They went to dinner at the local restaurant.All of them ate a bad dish and have food poisoning.

A customer rang and asked a question.Agim opened the Star Constructions Policy and Procedure Manual.He frowned at the procedures.On the day he started, he received an email from his manager stating that the policy for the customer’s enquiry had been updated to version 10.The version in the Organisational Policy and Procedure Manual was listed at version 8.

He checks the filing system and finds the correct version.He emails the company change manager to let them know that Version Control is not up to date in the administrative departments.

Forums

A forum is a public meeting or assembly for open discussion.There are also digital forums found on the internet.Website members can post discussions and read and respond to posts by other forum users.The internet form usually allows all members to make posts and start new topics.

Scenario 2

An organisation operates 24 hours a day, seven days a week.Days are split in eight hour shifts.Seasonal variances and cyclical cycles also require the need of part-time, job share and casual staff, none with set hours.The local union for the organisation’s industry has found that staff make no effort to read bulletin boards as they are in a labour intensive field.To ensure reach and to encourage feedback the union has a forum that allows staff to provide ongoing feedback and discussion.The forum has been supported by the organisation.

Meetings

Meetings can be either formal or informal. Formal meetings are meetings that are planned to gather information or feedback. Informal meetings may be a discussion between two members of the team or from feedback.

Scenario 3

Previous experience has taught one organisation that if they send out emails or mail, their staff members will fail to read them.To ensure that reach is maximised, they have implemented weekly staff meetings to ensure that staff know what changes are being implemented.During the meeting, they are actively encouraged to provide feedback.

Newsletters

A newsletter can be paper based or delivered via email in digital format. The aim of most of these formats is to reach as many of the customers and/or staff to ensure that specific parties are supplied with information pertaining to changes in processes for team members or quality improvements in the product for the customer and the team members.

Scenario 4

A large corporate multinational organisation has ten senior managers flying all over the world. At the end of each month, they are required to provide feedback as a part of the organisation’s corporate policies and procedures. They say they save on travel time but lose productivity; this meeting is a video conference.

A video conference is a set of interactive telecommunication technologies that allows two or more locations to interact via two-way video and audio transmissions simultaneously.

Web-based communication devices

Over the last decade, there have been great strives by organisations from a face-to-face team environment using communication technology.More and more team members are using asynchronous tools (including emails, discussion groups, information sharing tools, and group calendaring systems), and synchronous tools, such as instant messaging and web-based chatting features to coordinate and share information with people within and outside the organisation.

Scenario 5

A professional association sends emails to professional members to apprise them of political, legislative or environmental changes that will in impact on the way in which the profession will perform their tasks. This communication should be reflected in the continuous improvement of procedures at your organisation.

Professional association

A professional association is usually a non-for profit organisation seeking to further a particular profession and the interests of individuals engaged in that profession, and the public interest. The aim of such an association is to legitimise the practice of the association.They usually aim to provide a balance of protecting the community and enforcing standards of training and ethics for the members of that profession.

Most professions have their own professional association.If you are not yet a member of that association, then take the time to find out the name of the association and join them.

1.3 – Ensure that change and improvement processes meet sustainability requirements

The NSW Office of Environment and Heritage

defines sustainability as:

Working within the limits of what the environment can provide

Understanding the many interconnections between economy, society and the environment; and

The equal distribution of resources and opportunities.

Sustainability is about meeting the needs of society, while ensuring that enough of the environment is sustained to meet future requirements.

Some of the sustainability programs that you are probably familiar with are:

The reduction of physical resources such as energy and water (i.e. turning off your computer after you complete work)

Recycling in both your work and home environment

The redesign of production processes and products to make sure that materials that are toxic are removed from the workplace

Protect and restore the natural environment that is valued for its biodiversity and/or beauty.

Addressing environmental resource sustainability initiatives

The pressure is on.In a 2005 study by the

Australia Institute

, over $5.3 billion worth of food was thrown away and over $10.5 billion was spent on product that was never used.Further consumption has increased over 150 per cent since 1960 and energy use has risen 107 per cent since 1975.In an effort to counteract these increases in consumption and minimise the impact to the environment, business has slowly evolved to sustainable products.

Feeding business is the government; it has put together policies to protect the environment and to make producers accountable for their impact on the environment around them.

It is not just a case of businesses implementing plans to control their impact on the environment; it is the process of businesses putting together action plans as part of their environmental management system.As a systematic approach to controlling the environment, the environmental management system (EMS) aims to improve organisations efficiency and improve their environmental outcomes.

For a better understanding of EMS refer to the Department of Sustainability, Environment, Population and Communities at URL Address:www.environment.gov.au/topics/sustainable-communities/government-sustainability/environmental-management (

Access Date: 19.9.2014

).You can also refer to Standards Australia under EMS (ISO14001 and 14004).

These are known as:

AS/NZS (Australian/New Zealand Standards) 14001: 2004 EMS –requirements with guidance to use

AS/NZS 14004:2004 EMS – general guidelines on principles, systems and support techniques.

As part of the EMS system, not only should the system have environmental management plans, such as action plans, it should also have feedback processes to monitor progress and improve performance through monitoring and measuring progress by meeting targets and objectivesas part of its continuous improvement process.

Apply the waste management hierarchy in the workplace

The waste management hierarchy is both an international and national guide developed for prioritising waste for optimal environment outcomes that clearly sets out the preferred order of practices.Observe the diagram below.The preferred way in which to minimise your organisation’s impact on the environment is through putting processes and systems that avoid this in place.

Source: www.zerowaste.sa.gov.au/About-Us/waste-management-hierarchy

However, if the organisation is unable to avoid its impact on the environment, they need to work their way through the hierarchy until they dispose of the resource that impacts on the environment.Many States are working towards finding viable steps in reducing waste that can impact on the environment.

Regulations and Corporate Social Responsibility (CSR)

For a complete map of Australian environmental legislation for Australia, refer to URL Address: www.environment.gov.au/about/legislation.html (

Access Date 19.9.2014

) on the Department of Sustainability, Environment, Water, Population and Communities.

The amount of legislation reinforces the importance the government and society place on saving the environment.Each law is backed up with civil, criminal and administrative penalties should businesses fail to take appropriate action to protect the environment.One of the aims of Corporate Social Responsibility is to ensure that the rights of the public are not affected due to the actions of your business.

For example, human rights extend to the environment in that everyone “has the right to clean drinking water” (Human Rights, 2011). This reflects the trend obtained from the Thorton National Business Report that recruitment, public attitudes and cost management are the leading reasons why business is involved in the process of implementing CSR initiatives.

For example, as part of a health and wellbeing plan, a company can attract and retain skilled staff that have an affiliation with their company because they are environmentally aware.

Public opinion in regards to the practices of an organisation and their impact on the environment can make a large impact on the organisation’s image.A company that does not reflect ethical behaviour can lose customers due to bad publicity.Their customers will not want to be known to have an affiliation with them, staff will not want to work with them, so the organisation will not only lose customers and employees and customers, they will lose on their return, on their investments and in turn their business.

How many businesses will stay competitive if they lose their customers and their skilled staff? None, as no-one will want to be affiliated with them.If they do not earn money, they will not stay in business.

Waste management

As demonstrated by the Waste Management Hierarchy, the nature of waste has changed and it is essential that organisations take into consideration the options that are available to dispose of waste.Their decisions need to be informative and need to reflect the organisation’s internal policy on Waste Management.

As a manager who must be aware of the waste management hierarchy and its importance in reflecting the organisation’s role in society in meeting the CSR, it is important that you understand the need for a National Waste Policy, its aims and its key areas.

The following is information drawn from the Australian Government website in the Department of Sustainability, Environment, Water, Population and Communities at URL Address: www.environment.gov.au/wastepolicy/about/index.html– Access Date: 19.9.2014.Refer to this website in obtaining up to date information in meeting the changing waste and environmental needs of your organisation.

Between the periods of 2002 – 03 and 2006 – 07, waste has increased by 12.8 per cent.In that same period the amount of hazardous waste has increased by 0.55 tonnes.The type of waste has also evolved whereby complex goods.

Building on its earlier commitments, the National Waste Policy responds to the new waste environment, including:

Hazardous substances and wastes

Municipal waste

Commercial and industrial waste

Construction and demolition waste

Gaseous, liquid and solid wastes.

The aims of the National Waste Policy include:

Finding ways to assist organisations in minimizing the amount of waste that they generate

Managing waste as a resource

Making sure that the treatment, disposal, recovery and re-use of waste is environmentally friendly and sound

Industry is aware and continuously decreases the amount of green house gas, energy and production in both water efficiency and productivity of the land.

The six key areas which would benefit from a national approach include:

1. Taking responsibility whereby the industry takes a shared responsibility by reducing their footprint on products and materials that they use as part of operations

2. Improving the market whereby waste and recovered resources are used with local technology and innovation, being sought after internationally

3. Pursuing sustainability whereby waste is reduced and is used to improve social, environmental and economic benefits

4. Reducing hazard and risk where hazardous waste is reduced in a consistent and safe manner

5. Tailoring solutions where waste is managed, recovered and re-used on a national level

6. Providing the evidence – organisations need to give access to decision makers about national waste and resource recovery data in and information to measure progress and to educate and inform the community.

Ecological footprint

The ecological footprint accounts for the flow of energy that is defined by your economy and converts these into the corresponding land/water required to support the flow of energy.The Ecological footprint is defined as “the area of productive land and water ecosystems required to produce the resources that the population consumes and assimilates the wastes that the population produces wherever on Earth the land and water is located.”[footnoteRef:2] [2: Wackernagel, Mathis and W. Rees. Our Ecological Footprint. Gabriola Island, BC: New Society Publishers, 1996.]

The Living Planet Report 2008 estimated that the world’s footprint is 2.7 global hectares (gha).Australia’s Ecological Footprint is more than 2.8 times that size and half of the Australian Footprint is “carbon dioxide emissions from fossil fuels” (

EPA

Vic, 2011). A global hectare is roughly the size of a soccer field.

The economy that you live in is influenced by the lifestyle you live.If all people lived like Australians, the world would not have the ability to support us.Australia’s footprint is large because most Australians live in large cities and houses, travel long distances and their energy needs are currently sourced by fossil fuels.

Use the Ecological Footprint calculators on URL Address: www.epa.vic.gov.au/get-involved/measure-your-impact/ecological-footprint (Access Date: 19.9.2014) to find out how much impact that you have on the environment.

By calculating the ecological footprint, you can see what our impact is and how we can use resources more efficiently in an effort to secure our personal well-being, as well as that of humankind and the world.

To find out more about the Ecological Footprint for Nations of the World, refer to www.footprintnetwork.org/en/index.php/GFN/page/world_footprint (Access Date: 19.9.2014).

By understanding the ecological footprint that you leave on the world, you will be able to implement steps to control your movements to decrease your actions.This also highlights your awareness of the importance of ensuring that your actions within the organisation you work in will have a positive impact on the environment.

Government initiatives

The Australian Government is taking action to safeguard the environment by:

“Reducing our greenhouse emissions

Promoting energy efficiency

Adapting to climate change impact; and

Helping to shape a global solution”[footnoteRef:3] [3: Department of Climate Change and Energy Efficiency URL Address: www.climatechange.gov.au – Access Date: 19.9.2014]

To reduce the predicted 20 per cent increase in carbon emissions by 2020, the Australian Government aims to decrease their footprint to a half of the current usage.Not only does the Greenhouse Plus Initiative aim to make renewable industry, it also aims to help households and business.To read about this initiative, refer to:www.environment.gov.au/archive/settlements/challenge – Access Date: 19.9.2014

Some of their support will be in assisting business into using more efficient and clean fuels and making jobs that will give new economic opportunities for Australian workers.

You can read more about the Clean Energy Plan at URL Address: www.climatechange.gov.au/reducing-carbon/carbon-farming-initiative/carbon-farming-initiative-handbook/clean-energy-future –Access Date: 19.9.2014

Make sure that you pay particular attention to reading about how:

Resource and energy efficiency are improved

That emissions of greenhouse gases is reduced

That use of non-renewable resources is reduced.

It is essential that you know and understand these sections as part of your final assessment for this unit.

Productivity stewardship

A brochure on “A Framework for Product Stewardship in Australia” can be found on sustainability website on URL Address: www.environment.gov.au/protection/national-waste-policy/product-stewardship – Access Date: 19.9.2014

Productivity stewardship has arisen from the understanding that manufacturers, importers, governments and consumers have a shared responsibility to minimise the environmental impacts associated with products and the waste arising from those products.The framework provides the government with guidance on developing effective stewardship policies and procedures and determines whether product stewardship is appropriate for a product.

This tool takes a four step process which includes:

1. Focusing when the government and/or industry have an intervention in regards to a market failure that requires a solution to a problem.

2. Determines whether the characteristics of the market will assist in the success of the product stewardship and the best target to acquire the results.

3. Sets out the principles of the scheme if the product passes the first two steps.A product stewardship can be aimed anywhere down the product life cycle, and this target will be based on the characteristics of the market.

4. The product is reviewed after a specified period of time.

Step 1: When is product stewardship a possible response?

· Market failure or policy objective
AND
· Consequences are high
· A market solution is unlikely
· There is no effective remedy for consequences

Will inform what product stewardship policy approach is best suited to:
· Waste
· Residual value
· Life cycle

Is there a market failure?Is a market solution no possible?Are consequences of inaction high?

Yes

Step 2: When is product stewardship most likely to be successful?

Factors which may influence the success of the stewardship (not mutually exclusive)
· Concentration in supply side of the market
· Significant local production relative to imports
· Government and industry are committed
· Consumer concerns and commitment to action is high
· The overarching regulatory framework is stable
· Product stewardship is complementary to existing regulation
· Strong industry cohesion
· Industry characterized by repeat business
· Mature or maturing market
· Industry characterised by repeat business
· Industry associations are strong and have comprehensive coverage
· All stakeholders are covered by the scheme
· Current policy pressures are considered
· A literature review is undertaken
· Consultation with all relevant stakeholders

Will inform:
· When product stewardship is likely to be successful
· What product stewardship policy approach is suitable

Does the market exhibit enough of these characteristics to make Product Stewardship more likely to be successful?

Yes

Step 3: What should product stewardship entail?

Overarching key principles
· Targeted to objectives
· Shared responsibility
· Delivers a net community benefit
· Environmental effectiveness
· Economic efficiency
· Ease of administration
· Innovation
· Transparency and accountability
· Ownership and acceptability
· Incentives

Yes

Policy approaches
Voluntary Industry Agreements
Voluntary Industry Government Agencies
Co-Regulation
Regulation
Instrument measures:
Product take-back
Deposits Refunds
Product leases
Performance targets
Disposal or recycling fees

Outcomes
Market failures addressed
Improved environmental quality
Improved efficiency of resource use
Behaviour modification
Funding approaches:
Rates
Customer charge
Consolidated revenue
Excise tax
Association fee/levy

Step 4: Ensure scheme is reviewed within an appropriate period

Green Office Program

The Green Office Program provides everyone with sustainable tips for “reduce, reuse, recycle and turnoff programs.”

They work in partnership with:

Planet Ark

Forest Stewardship Council (FSC)

WPC Group – GreenSkills

Conservation Volunteers Australian.

The aim of the Green Office supply store is to sell products that re-use products such as recycled paper which they sell to businesses as part of an initiative to conserve Australia’s environment.

Green purchasing

In 2009, the Green Purchasing Report was finalised.A copy of this report can be seen at URL Address: ecobuy.org.au/green-purchasing-australia(Access Date: 19.9.2014).

The aim of the report is to examine environmentally preferable or green purchasing in Australia.Organisational policies and procedures for both private and public sector organisations have purchasing policies, but few have a green or sustainable purchasing policy.Lack of legislation has impacted on these policies and procedures in areas such as labelling and measuring environmental impact.

However there are still organisations that achieve good practice through initiatives such as:

Setting clear targets and benchmarks

Coordinate green purchasing

Communicate with staff to develop active behavioural change

Engage suppliers to participate in greening large and complex supply chains

Trialling innovative and new products.

Sustainability reporting

Sustainability reporting involves organisations and companies that demonstrate responsibility in reporting their environmental performance.It is usually delivered in a triple bottom line report or environmental or social impact report.

Sustainability reporting in Australia is voluntary and can include:

Corporate Codes of Conduct

National and International Standards

The Global Reporting Initiative

Australian guidelines

Sustainability reporting at home and overseas.

It is highly recommended that you read about these issues in Australia’s

Parliamentary Library

under Sustainability reporting at

URL Address: www.aph.gov.au/About_Parliament/Parliamentary_Departments/Parliamentary_Library/Browse_by_Topic/ClimateChange/responses/economic/Sustainability

(Access Date: 19.9.2014).

Supporting sustainable supply chain

A sustainable supply chain is one that considers the environment and social aspects of a business’s operations including its financial return.Consumer demand is continuously changing, along with lifestyle choices and awareness for the environment.In response to these changes, organisations working in partnership with their supply chain work together to form relationships built on sustainability, so that in all steps in the process of developing raw materials, packaging, labelling, etc., sustainability methods are used to deliver an environmentally friendly product to a consumer market.

In effect, sustainability cannot be maintained if suppliers are not prepared to work with their supply chain to build a recognised environmentally friendly product.Organisations’ reputations can be negatively impacted if suppliers make unsubstantiated claims that cannot be supported by their supply chain.

1.4 – Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes

To ensure that individuals and teams are responsive to the changing trends in sustainability, quality assurance and sustainability, it is important to make sure that you ensure that all staff are aware of external and internal pressures that will impact on the organisation. It is also important that all staff are provided with up to date information regarding the impact these pressures will have on the organisation’s policy and procedures.

Effective mentoring

To be a good mentor, you need to:

Share your knowledge that will further personal growth and the success of the mentee

Give the best version of yourself for mentees to learn from

Provide a mentoring program appropriate to the mentee’s needs

Coaching

, whereby behaviour that need to be changed, improved or removed is addressed

Have a mutually beneficial relationship where both parties trust each other.

For any mentoring program to be effective, the mentor:

Must not have false expectations, but strive for greater growth

Meet the needs of the mentee

Give trust to the mentee first

Set a realistic time frame

Should not do so without having their own support network.

Types of mentoring

Mentoring is often divided into two types (Buell, 2004):

Informal mentoring relationships develop on their own, such as when a person approaches a possible mentor and that person agrees to form a mentoring relationship.

Formal mentoring relationships refer to assigned relationships, in which the organisation oversees and guides the mentoring program in order to promote employee development.

An effective mentor balances both types of mentoring based on the needs of the mentee.Mentoring is an ongoing program and it is essential that the appropriate type of mentoring is used for the mentee to apply the skills and knowledge required to improve performance.

Limitations on formal mentoring programs include the small number of mentoring relationships they can support and accommodate may lead to dissatisfaction with the relationship and negative feelings of those not involved with the program (DeSimone, Werner, Harris, 2002).

These two types of mentoring can further be divided into two forms:

Special Project Mentoring in which a mentor helps to guide a mentee’s short-term project (a few weeks to a few months).

Traditional Mentoring in which there is a long-term relationship where a mentor guides the mentee’s career.

Skills for mentors

Mentoring programs can be either internal or external to the organisation.If you are a mentor, it is important that you build a rapport with your mentee.

The ways in which you can build rapport include:

Meet with the mentee consistently

List everything covered during the meeting

Chart the mentee’s progress

Demonstrate good behaviour consistently

Provide mentee with feedback consistently

Share your own experiences with them.

Once you have established rapport, it is important to establish each person’s role in the mentor/mentee relationship.Both of you should define these parameters in consensus.

Some of the parameters that you set up can include:

Goals and responsibilities – set realistic goals

Ground rules for the mentoring relationship; including when you meet and how to engage each other.

The mentoring model is set to engage your mentee and assist you in setting up a productive mentoring relationship:

Mentoring model

Effective coaching

As a leader, you role is to be an effective coach.To be an effective coach, it is essential that you understand what motivates people.You need to stimulate your employee to find the skills for job performance. You are to help that person learn by unlocking his or her potential to maximise effectiveness.

Different types of coaching:

Business coaching:

Business coaching is always conducted within the constraints placed on the individual or group by the organisation’s policies and procedures and goals.

Career coaching:

Using the feedback about an individual’s capabilities, you could focus on any of their concerns which should lead to increased clarity, personal change and forward action.

Executive coaching:

This type of coaching aims at improving the performance of the most influential people within the organisation, the theory goes that business results should improve. Executive coaching is often delivered by coaches externally from outside the organisation whose services are requested.

Performance coaching

To increase their effectiveness and productivity at work, this type of coaching is aimed at enhancing an individual’s performance in their current role at work.

Personal or life coaching

This form of coaching provides support to individuals wishing to make some form of significant changes happen within their lives. Coaches help individuals to explore what they want in life and how they might achieve their aspirations and fulfil their needs.

Skills coaching

Skills coaching provide employees necessary with skills to perform their role.This form of coaching is tailored to the needs of the individuals and focuses on achieving skills development that are linked to the organisation’s needs.

Team facilitation:

Team facilitation is about coaching a team before a presentation to improve performance – as well as self confidence.

Coaching competencies:

The International Coach Federation has defined a set of basic coaching competencies:

Meet ethical guidelines of the profession

Ability to establish a coaching agreement

Ability to establish an intimate and trusting relationship with the client

Ability to be fully present, conscious and spontaneous

Ability to express active listening

Ability to ask powerful questions

Ability to be a direct communicator

Ability to create and raise the client’s awareness

Ability to design and create action plans and action behaviours

Ability to develop plans and establish goals with the client

Ability to manage the client’s progress and hold him/her responsible for action.

The CIPD has identified general skills that characterise effective coaches:

Self-awareness and self-knowledge

Clear and effective communication skills

Relationship-building skills (including ability to establish rapport)

Flexibility of approach

Listening and questioning skills

Ability to design an effective coaching process

Ability to assist goal development and setting, including giving feedback

Ability to motivate

Ability to encourage new perspectives

Ability to assist in making sense of a situation

Ability to identify significant patterns of thinking and behaving

Ability to challenge and give feedback

Ability to establish trust and respect

Ability to facilitate depth of understanding

Ability to promote action

Ability to build resilience.

Skills for coaches

1. Listening – Listen to your team member.Demonstrate that you respect their thoughts and ideas.Acknowledge their efforts

2. Questioning – Use appropriate questioning skills to clarify areas in which you are unclear.

3. Constructively Challenging – Challenging constructively is about not holding back but at the same time not destroying the relationship. Many people associate coaching with helping, which it clearly is. Try to rock the boat.For example:“You’re doing a great job, but don’t you think this is better?”

4. Holding to Account – Get someone to commit to a goal and then make sure that they know that they are accountable for the goal, so they work towards reaching that goal. How effective are you at holding people to account as a manager?

5. Seeing different perspectives – When you coach someone give them an opportunity to see and try things from a different perspective, so that they can choose those that are most powerful.

6. Encouraging and supporting – Provide support and encourage them by giving them feedback in which to improve.

7. Trusting and using intuition – Follow your intuition about the person that you are coaching and trust that your instincts are correct.

8. Keeping the focus on your client – When you coach someone, focus on their needs and do not focus on your own agenda.It should not have any impact on coaching.

The eight skills will not only assist you in being a great coach, but also in being a good leader or manager.When you coach someone, complete a self assessment on your strengths and weaknesses and then develop them.

Activities 1.2 and 1.3

1.5 – Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

The aim of a Knowledge Management System (KMS) is to help business create and share information, specifically new knowledge, experience and expertise.The gathering of information does not necessarily mean that people understand the knowledge.Individuals within the organisation need to have the capacity to change information into something that is understood by the organisation as a whole.

For example, you find a piece of information.You stare at it and wonder what it is for.However, over time, you receive more of the same information and may be able to identify a relationship between the information which then forms a pattern.In a business context, consider the fact that your organisation starts buying environmentally friendly raw material that is transferred into a viable product.

: www.systems-thinking.org/kmgmt/kmgmt.htm

Over time, you obtain feedback that sales are increasing.During that time, you have introduced more environmentally friendly products to the market and demand for your product further increases.If you look at the introduction of the product and the increase in sales as separate entities, you will see nothing.It is only when you make a connection between the increase in your environmentally friendly product and increased sales that you will be able to identify the pattern.

Your information has now evolved from information to a pattern called knowledge.This pattern can become a principle called wisdom as you come to realise that the information patterns representation knowledge.

To ensure that all of your team understands these concepts, it is essential that you develop a method in which information can be transferred to team members and individuals.It is important to remember that not all people learn in the same way so there may not be one main way in which to transfer that knowledge within the organisation

Knowledge management systems may include:

Best practice transfer:

Change programs are put in place to improve the performance and standards of the organisation.Yet, there are many stories whereby the change is introduced and implemented, but they fall apart when workers decide to hold back information.A key to the resistance to change is by overcoming a workers resistance to sharing, collaborating and using.

By ensuring that you obtain the maximum impact and value from a change you need to put in place the minimum amount of incentives.This can be done through:

1. Prioritising, locating and analysing – As a manager, one of your roles is to identify the high performers and document their potential best practice.

2. Seed manage and debate – put a group of skilled workers together with various skills to determine which practices would work best across the organisation

3. Create and communicate incentives for change – this means that you tell the workers what is in it for them from the start.Non-monetary benefits could include changing workers’ schedules or recognition from management that will lead to a bonus.The worker would also need to know what the sanction for non compliance is.

4. Back the program – demonstrate the company’s willingness to invest in ideas and provide the resources to support the transfer of knowledge.

5. Appoint leaders who are looked up to and ensure that they assist in facilitating the smooth implementation of a plan.They should be accountable for the results and the transfer of knowledge.

The transfer of knowledge requires documentation, training and direction and ongoing tracking and performance measurement.Management must be clear on what they can and can’t do.Steps also need to be taken to ensure that changes do not become institutionalised.Once this happens it will be even harder to ensure that workers learn new concepts and apply them to the workplace as part of the continuous improvement process.

Communities of practice:

A community of practice is a successful technique that can be used to install a KMS.The soft approach to a community of practice is that lifting the knowledge level of staff should be completed through a culture that sustains learning and sharing of that learning.A community of practice supports the gathering and distribution of information across organisations and industry by serving:

As a forum that exchanges information as it is needed

To retain tacit knowledge through the discussion of current issues and processes

To build individual competencies through discussion, problem solving and the exploration of new technologies.

Cross-project learning:

You can learn by the mistakes of the past.By following the actions of previous projects, managers can take steps to ensure that the same problem does not arise in their own project.For example, an individual did not receive the correct information on time so they decided to wing it when they decided to accept the offer of a client.That decision cost the organisation a lot of money.

By learning from the mistakes of the past, an organisation can improve their policies and procedures to ensure that decisions cannot be made without the latest information.Informed decisions need to be made for the success of the organisation.In this way, the organisation is using procedures to improve their processes.

Expert directories:

An expert directory is a directory of people who are experts in specific subjects.When your organisation desires or requires a specific skill set or knowledge, then you can research the directory to find a person who has the skills and knowledge that you require.They can then teach you what you need to know.

Knowledge brokers’ knowledge mapping:

There is never just one community of practice.You may be a part of several communities within a workplace.These communities build and develop knowledge.A broker is a skilled worker who works in different communities and their knowledge is gathered across the communities and applied within them.These brokers of knowledge can then use their skills to develop the knowledge of the individual or the team.

Knowledge mapping is the process that an organisation utilises to identify their knowledge assets.This means that they must map the skills and knowledge of their staff against the skills and knowledge required for the organisation.The expertise identified is then analysed for barriers and constraints to meeting an organisation’s goals and objectives.

A broker’s knowledge can be utilised to identify a need and then a knowledge map (k-map) can be developed to identify any knowledge gaps.

A knowledge map is created by identifying the skills and knowledge of a team member and comparing that knowledge to what they need to know.

Questions that may be asked include:

What are the available knowledge resources?

Are these resources clusters or communities?

Who will ultimately use the knowledge?

What is the lifecycle of the knowledge?

Knowledge repositories:

Knowledge is an essential resource today.To remain competitive, an organisation must have the ability to learn and respond to problems and opportunities as soon as they arise.Knowledge becomes obsolete in a lot of instances, as new knowledge takes its place. The acquisition of knowledge must be ongoing.

Knowledge sharing must be ongoing and workers need to be able to gather data swiftly to resolve problems and decision making within the organisation.Knowledge sharing and the assimilation of information should be accessed in one location and in one collective culture to ensure that knowledge is kept within the organisation, even when other team members leave.

This means that as a problem arises the information collected will assist in identifying ways in which to resolve it continually.This means that even though people leave the organisation, they will leave behind their knowledge that can be utilised to improve an organisation’s responsiveness to the market and to assist in identifying what will and won’t work.

Measuring and reporting intellectual capital:

Like knowledge, the intellectual capital of your team will be able to provide your organisation with a competitive advantage.By measuring and monitoring intellectual capital you will be able to measure how much possible competitive advantage a team may have over other teams.One person may not have sufficient knowledge, but a team of people working together may put together information in a way in which the information retained, analysed can be used to improve processes and procedures in the organisation.

Performance management:

Performance management can be utilised to measure the performance of team members and to identify areas for improvement to meet the needs of the organisation.This knowledge is a method used to continuously improve the performance of the team through continuous review and assessment.

Post-project reviews:

Once a project is closed or it is decided that a project can go no further, it will be stopped.A post-project review meeting will be scheduled with the aim of assessing what happened during the project – what were the positive results, the negative results – and to discuss lessons that team members learnt.

Each member of the meeting has different responsibilities that are allocated.The success of the post-project review meeting lies in the ability of its participants in objectively assessing the projects strengths and areas where they can improve.This objective assessment uses the knowledge gained to improve on future projects and to ensure that mistakes made do not recur again.

Proximity and architecture:

Proximity and architecture reflects on the physical situation of the employees of the project can be either conducive or obstructive to the sharing of knowledge.When an organisation needs to learn faster, it must shorten the time between acquisition and diffusion of that knowledge.By using collaborative learning, which is supported by a culture that manages diversity of thought you can generate a knowledge exchange and development proximity. This will create architecture that gathers a collective intelligence away from the norm which is then introduced back into the project to ensure that knowledge is transferred. Change is then supported to meet the needs of the project and the parties to the project.

Social software:

Social software and applications such as communication tools that are used to capture, store and present written, audio or video to mediate interactions between a groups of people relating to the project they are undertaking.This information can be then viewed and the knowledge from these interactions used to improve the communication process and the gathering and sharing of information during a project.Communication could include instant texting, blogs, or internet forums.

Storytelling:

Storytelling, from an early age, assists us in sharing knowledge and can become a competitive weapon for organisations.Story telling as described by Steve Denning formerly of the KM World Bank believes that there are seven reasons why story telling enhances business.

They are to:

1. Persuade people to change: Stories give team members a basis of acceptable behaviour in the organisation.By using conduct that reflects this behaviour, they will be accepted more readily by their peers

2. Communicates who a person is: Stories demonstrate that you will maintain a certain level of professional conduct that should be reflected by your team.It gives team members a way in which to identify with you

3. Gets people to work together:As new people enter the organisation and learn the stories of the organisation, they learn what acceptable behaviour is and adjust the way in which they perform to reflect this.So, if they enter a work place geared towards continuous improvement and team development, they will adjust their performance to fit in

4. Transmits values – personal and organisation: Stories should tell a story that team members and individuals can learn from.These values need to reflect the policies and procedures of the organisation.

5. People always need something to gossip about.By developing stories within the organisation, you will be able to control the stories that are told to ensure that your team operates without the drama and emotion derived from the made up gossip.

6. Shares knowledge: Stories need to be developed to provide information to the team.For example, a story that reflects that you as a manager support your team can reinforce that you do not just walk the walk, but actually participate in your team’s development and ensure that team members succeed.These stories will usually evolve based on your actions.Always back up what you say with doing.

7. Leads people into the future: When you are respected by your team, they will watch what you do and listen to what is said about you.When you are respected, most individuals will usually try to emulate you.These actions will teach these team members the acceptable practices that will lead them into the future.

Activities 1.4 and 1.5

2. Monitor and adjust performance strategies

2.1 Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

2.2 Adjust and communicate strategies to stakeholders according to organisational procedures

2.1 – Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

Globalisation and technological innovation has caused consumers to become more knowledgeable.To obtain a competitive edge your organisation has to be responsive to changes not only in demand, but to changes in legislative requirements and other trends.The quicker you are able to respond, the faster you will be able to sell your product to the customer.

Operational responsiveness is the ability of business processes and systems to respond to both the external and internal changing conditions as they occur, enabling business leaders to respond quickly to maintain a competitive edge.Customer interactions will play an important role in operational responsiveness.Organisations are in business to sell to customers.By responding to customer demand quicker than the competitors, organisations may obtain a larger share of the market.

To capitalise on new opportunities, organisations need to have the policy and procedures in place to:

Increase efficiencies:

As part of any continuous improvement, organisations need to have processes in place aimed at ensuring that the organisation is responsive to changes in the market.One way in which to observe changes to the market is through environmental scanning.

Environmental scanning is the process of gathering, analysing and dispensing information for tactical or strategic purpose.The environmental scanning process entails obtaining both factual and subjective information on the business environments in which a company is operating in.

Once you have identified a change to the market, you can be proactive and respond to the projected changes before they come into fruition.In turn, you will be ahead of your competitors and this means you will interact with your customer sooner.

Mitigate risk:

Occupational Health and Safety policies and procedures should be aimed at identifying, controlling and minimising risk.Instead of paying an environmental scanner to research OHS, you could actually apply at a professional association (who tend to supply employers with ongoing updates of any changes to OHS that will impact on your industry) or you can enrol for updates at your State or Territory’s website for OHS updates.

Meet new challenges:

Technological innovations, changes to legislation can place a large financial pressure to some industries.Providing your team with ongoing support and building the confidence of the team can have a positive impact.Your team will be prepared for any contingency and work together to ensure that they resolve any problems as soon as possible.

Monitor business activities:

Environmental scanning, professional associations and signing up for email updates are not the only way in which your organisation can monitor the external market.Suppliers, delivery drivers and other external customers are also able to provide both formal (surveys) and informal (discussion during sales) about changes in demand.

For example, your suppliers at times deliver to your competitors.There are times when the drivers are assigned to deliver goods may make a passing comment about a delivery to your competitor for a specific product.This information, in the right context may assist you in identifying the correct changes to your organisation’s operations.

Process information faster:

To remain competitive, organisations must have the capability to be able to respond to the market demand faster than their competitors.This happens through organisational progress.

Organisational progress is achieved when new or different circumstances, conditions and/or the relationship are “better able to make the organisation through effective management to move from one desirable state of existence into another.”

If an organisation is unable to capture the changes, then the organisation will miss the chance to have a competitive edge.This in turn, could put the organisation on the first path to failure.

Operational progress is measured in different ways within the organisation.Your organisation may only use one of these indicators or they may use all.

Operational progress may refer to:

Customer service indicators:

Have you beaten your competitors in changing to meet your customer’s requirements?Key customer service performance indicators can be utilised to determine whether the goals of your department have been met, exceeded or not reached.For example your customer’s buying trends have changed in recent months.A formal survey was sent to your regular customer’s to identify why sales have decreased.

Based on customers’ feedback, your organisation may have altered processes in production to cut on costs.Customers were no longer prepared to pay the same prices as more and more competitors entered the market.By making minor adjustments to processes without compromising the quality of the product, the organisation was able to cut costs and transfer the savings to the customer.

Occupational Health and Safety indicators:

OHS performance indicators may be measured through the amount of injury, frequency and the duration rate.These rates can be acceptable levels.This is usually measured internally.Were staff injured in the production of a product?If so, how?Conversely, if one customer identifies that they are getting small electrical shocks when they use the product, what is an acceptable level of risk?

This type of risk could be escalated if the organisation ignores the complaint.This type of feedback may seem small, but you have been advised that there is a problem with the product.The organisation may perceive this as a nominal risk, but what happens if the next day, two more customers gave the same feedback.Where the organisation may have thought that this is a singular incident, when the same feedback was received for other products, then the level of risk is escalated.

Productivity gains:

Changes to processes that speed up production can ensure that organisation sells more products.This could be completed by eliminating or speeding up processes.Changes to raw materials may make the development of the product easier so that performance to the product is enhanced.

Success in meeting agreed goals and performance indicators:

Meeting agreed goals and performance indicators can be perceived as a success. As part of the continuous improvement process, once goals are continuously met, the organisation should then identify ways in which to exceed their goals.

Processes and systems, policies and procedures, goals and key performance indicators should be used as benchmarks to improve operational responsiveness.The organisation’s progress is measured based on the speed that they respond to feedback and other measurements that are used to enhance performance.

It is essential that an organisation should not make a decision on feedback until it has been thoroughly researched.However, care must be taken to ensure that the organisation does not take too long to respond to changes based on feedback.

2.2 – Adjust and communicate strategies to stakeholders according to organisational procedures

Another aspect of being operational responsive is your organisation’s ability to ensure that the correct members of your team obtain access to the required information.

For example, there has been an increase in negative feedback from the organisations that you supply parts to.As a manager in the organisation, you should not automatically take feedback as a need to change.

As a manager, it is important that you make an informed decision.To make an informed decision you need to make sure that the information you have is correct.When you delegate a member of your team to research negative feedback, you must make sure that they have the skills and knowledge to perform the required tasks.They will also need to have the authority to have access to the correct information.

Once you have delegated a team member with the task, they should use their knowledge of the organisation to research different causes of the problem and communicate those strategies in consultation with the team.

Problem solving is a seven step process in most instances.Your organisation may have other problem-solving cycles that they use.

To solve a problem take one step at a time:

1. Identify the problem:

This is the most important part of any problem solving.If you are not clear on what a problem is then your team will be wasting time and resources solving the incorrect problem.

In this case, the problem is that there has been an increase in the amount of returns your customer has received.Their research has identified that the problem comes from your organisation as the parts are snapping.

2. Explore the problem:

When you have clearly identified what the problem is, you should think about the problem in different ways.Ask questions like:

Who is the problem affecting and how?

What do they do about it?

Looking at the problem from different perspectives will assist you in identifying an effective solution.

For this case, the problem may have two possible causes.They could be that:

1. It may be a problem with the organisation’s internal processes

2. The supplier has changed the raw material so that the quality of your organisations process is compromised.

During the exploration of the problem, your team may have needed to contact several parties.In this example, the cause of the possible problem with this case is that:

1. Your supplier has changed their processes and this has impacted on the quality of your product; or

2. Your own production crew has changed procedures and this impact was not forecasted.

For the sake of this discussion, you contacted your production staff and found that no procedures were changed.You contacted the supplier and found that they had changed the procedures for developing the raw materials.

3. Set goals:

In this instance, the goal would be to find viable ways in which get your product up to the same standard

4. Look at alternatives:

Alternatives may include:

Find another supplier

Resolve the problem with the supplier

Discuss the avenues available to the organisation with your own customer.

5. Select a possible solution:

As part of any consultation process, you would ensure:

That all parties were continuously consulted and received feedback for each step in the process.

That the most viable avenue was chosen to keep the customer happy.

6. Implement a possible solution:

Resolve the issue.

7. Evaluate:

In consultation with your supplier and customer you would provide feedback, make sure that your customer is happy with their outcomes

You should strengthen your relationship with your supplier.In a strong customer/supplier relationship, your supplier should have discussed changes to their processes with you.

In some instances, depending on the circumstances, some organisations will cancel the customer/supplier relationship.

Problem-solving chart

To assist your team in the communication process, a flow chart like the one shown below may be used to assist in ensuring that the organisation’s procedures are followed.

Problem solving flow chart

Ensure reliable communications:

In every step of this process, you would have needed to communicate and consult with stakeholders.For example, to set goals in step three, you would have been required to consult with the supplier, the production team and management.You should have also kept your customer abreast of the changes and when they would take place.

Route information to get the right data to the right person:

Your organisation would also have in place the correct order in which you should, for example, contact your supplier.In real time, your client may have changed to your competitors.You should have maintained a strong relationship with your supplier.The supplier should have communicated changes to the raw material to you so you could, in turn, consult with your customer.

When you communicate with other departments within the organisation, it is important that team members follow the correct procedures.There are usually knowledgeable experts that would be able to answer questions in regards to the production process.Even though your team may not be required to consult with another party, courtesy would usually dictate that your team members contact the supervisor for the production department and ask for permission to consult with the appropriate staff.

Activities 2.1 and 2.2

3. Manage opportunities for further improvement

3.1 Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

3.2 Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

3.3 Consider areas identified for further improvement when undertaking future planning

3.1 – Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

Change management can be a very daunting task for team members especially if they are not familiar in working in a dynamic organisation.As a manager, the success of any change usually stems from the manager’s ability to provide team members with appropriate information; for example, what is the change? What is the importance of it? What is the impact of it?

In an organisation that wants to remain competitive, change is a normal part of a team’s existence.

So you can have a better understanding of the change management process, let us now view,

Kotter’s eight-step change model

For this model to be successful, management must support the change.If they don’t, then the level of risk rises.For change to be successful, you need to:

Step One: Create the need for change

Identify the opportunities, the threats of the change and make sure that your staff understand what will happen if they do not change.Strengthen your argument by getting customers, stakeholders and industry people to reinforce what you tell your team.

Step Two: Prove that change is necessary

Identify the leaders and get them to support the process.Work on team building and build on areas of weakness.

Step Three: Create a vision for change

Why change?Make strategies to execute the organisation’s mission.

Step Four: Communicate the vision

Provide ongoing information to your team.They need to know when to expect the change.What their role in the change is and what impact the change will have for them.

Step Five: Remove obstacles

If people are resisting change, find the cause of the change and help them to see what they need to do.People usually resist change when they are insecure and do not know or understand what is expected of them.

Step Six: Create short term wins

Give team members realistic targets.Reward people when they reach their targets.

Step Seven: Build on the change

After every win, analyse what went right and how you can improve on the change.Keep ideas fresh and get leaders to actively contribute to the process.

Step Eight: Anchor change in corporate culture

For change to stick, it must become a part of the organisation’s culture.Create plans, recognise key members, tell success stories and include change when hiring and inducting team members.

Look at each step of this process.Have you noticed that at each and every level, you need to communicate on some level, whether directly or indirectly with members of your team that you need to reinforce your support of the change management process? Notice that without communication, change would not succeed.

You can find other models of change at Mind Tools: www.mindtools.com/pages/article/newPPM_82.htm(Access date: 19.9.2014).

Each and every model will also require that change must be communicated to team members and anyone else that is part of the process.

To ensure that this plan is communicated, many organisations develop the communication plan.

A communication plan is a written document that describes, what you wish to accomplish, ways in which you can communicate to accomplish your goals, who you wish to communicate with and how the results will be evaluated.For instance, in change management, your goal is to change a process to improve a product/process or service, you need to communicate the change to all parties in the organisation so everyone changes the process at the same time and how the change process will be calculated according to the goals set.

To develop an effective plan, you need to know:

What everyone is doing as part of the change process and how it is communicated

What the communication activity is trying to achieve

How effective the change is that has been communicated.

To implement a communication plan in change management as part of the team’s continuous improvement process you are required to:

Define objective: who needs to be reached, how and what information must be communicated to them?

Define the audiences and determine which method of communication will have the most reach.This will depend on the parties the change is communicated to and how much support they need in the change process.

Goals: What are the stated objectives and what methods will be used to communicate the change?

Identify tools: Emails, faxes, video conferencing.

Develop time lines:It is essential that all members know exactly when the change is going to be implemented, who to and how the change is going to take place.Most changes in the continuous improvement process are incremental and ongoing.For change to happen it must be communicated.

Evaluate the process: No matter how good you believe the organisations change management process is, there will always be room for improvement.

Make sure that the change is communicated according to the plan.Failure to do so could very well mean that the change was not implemented correctly.Once a communication plan has been implemented, it is important that the plan is reflected in the policies and procedures of the organisation.

Activity 3.1

3.2 – Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

Planning is an integral part of any organisation’s success.Planning is a very powerful and personal tool for individuals –important to any business’ success – and requires record keeping.The maintenance of records is an essential tool that records the history of the organisation. Time should be allocated to ensuring that records are maintained and kept up to date.For an organisation, up-to-date records assist in ensuring that your organisation gets a good return on investment.

Recording processes need to be accurate, easy to follow, consistent as to the needs of the organisation, reliable and simple.Good record keeping is a prerequisite to ensuring that you are operating within your budget.Records can also be used to assist you in future decision making.Businesses also have a legislative obligation to maintain records as it is a requirement of taxation law.

Under tax law, businesses must keep full records that explain all of the organisation’s business transactions.All documentation must be kept for five years from the date of lodgement.

Maintaining records is also an important part of the organisation’s continuous improvement process.You need to know:

Whether your staff have the ability to meet their goals and objectives.

Whether staff require training; if so, what training?

Where should staff improve?

Is the team performing at optimal levels?

These questions can be answered through following the organisation’s records.By keeping accurate and clear records, you are not only maintaining the ongoing success of the organisation, you are able to identify problem areas and take corrective action to minimise problems in quality assurance.

Recordingfor work team performance

The recording of work team performance may include:

Annotated performance plans

Developing a performance plan assists you in making sure that your team has clear direction and purpose, clarity of the expectations of their role and a beneficial tool to maximise their performance management discussions with you, as their manager.Performance plans are able to provide your team with guidelines and principles on managing performance and how to apply it.

As a manager it is important that you provide your team members with a clear indication of what your expectations are, and any training and development that staff are required to participate in to meet the expectations laid out in their job description.The performance plans ensure that you meet this goal.

Each organisation has its own review times.The review of the performance plan could be anything from three months to annual reviews.When a goal or expectation is not met then it is your responsibility with your team member to identify how to breach the gap in skills or performance.

Recommendations for improvement

A record for improvement processes both accepted and rejected should be kept.A suggestion rejected today may be accepted next time.As process evolve and change, different ideas that are not acceptable or relevant now may actually be suitable in the future.

Documentation of why a suggestion for improvement was not accepted can save time in the future.For example, to improve processes your team had a brain storming session.A specific process was discounted.Even though it was a new technological innovation, the implementation of the process required that the organisation purchase a piece of equipment.If your department purchased the equipment, you would blow the whole year’s budget.

There was another brainstorming recommendation that performed the same task.Twelve months later, a similar problem arose.Customer spending was up and demand had increased.Your budget had increased and in the twelve months the price of the product decreased, as more suppliers for the product entered the market.What was not viable twelve months ago is now attainable.

Quantitative data such as production figures

Quantitative data is data measured or identified on a numerical scale.This information can be made user friendly through the use of tables, charts, graphs and histograms.This data can be extracted from production figures, ratio analysis, budgets and other numerical reports.

For example, if production in your organisation increased suddenly then you would need to identify the cause of that increase.That increase could stem from changes to legislation that increased tax on a product that was then reflected when you purchased it from the supplier.

Records and reports

Records and reports can be used to:

Identify pre existing problems

Staff turnover can mean that some aspects of the organisation are lost as the older staff take the organisational identify with them as they leave.If reports and records are maintained, then this information is not necessarily lost.

Identify areas for improvement

Incremental change is when minor changes occur at a slow rate when required.Records of these changes can assist you in identifying what improvements have already been implemented and superseded.If a process has already been superseded then improved upon, your records and/or reports will assist you in making sure that you do not repeat a process that has already been superseded.

Areas that may be a problem in the future

Remember that, to maintain a competitive edge, you must change before your competitors.Records may be used to identify a change in consumer trends.Once that change has been identified, researched and confirmed, then your organisation should proactively set in motion the organisation’s change policy and procedures.

3.3 – Consider areas identified for further improvement when undertaking future planning

The main goal of quality management is to improve performance.Quality indicators can identify that a problem exists and an action plan needs to be implemented to rectify and improve the processes.

For the best indicators, performance management should be driven by data and clear evidence that quality indicators are not being met.

Typically, the action plan is designed to either improve an existing process or create a new one that will enhance care.In correlation to the implementation of the action plan, data and/or evidence should be kept to ensure that the action plan was successful.

Aside from being a response to quality assessment findings, performance improvement activities may also be selected and designed based on the following considerations (Kaiser, 2002):

The organisation’s mission, vision, goal, and strategic priorities

Current sources of information (i.e., standards of practice from professional and governmental organisations, industry pathways, current literature)

The performance and outcomes of the processes of other organisations.

For areas that have been identified for improvement, your organisation may have policies and procedures for a Performance Improvement Plan (PIP).An effective way in addressing and resolving poor employee performance is through a three step process (demonstrated on the following pages).

Step 1:Communicating expectations and performance problems

In any change process, it is important that you consider any and all legal requirements that may have an impact on the change process.It is important that you consider all OHS requirements, Privacy laws, Tax Law, Anti-discrimination law and if you are making any changes to the engineering of equipment, it is essential that you communicate with the manufacturers to ensure that any changes made are not going to compromise the safety of the processes or equipment.

Many organisations are now members of the International Standards Organisation, such as ISO9002 and ISO14000, which standardises the quality and control of not only procedures and policies internal to the organisation, but documentation, whereby Version Control and flow of information is communicated to all levels of the organisation, both internal and external.

Performance issues at this level may require that employees obtain some type of counselling in regards to their objectives.Performance counselling aims to:

Advise employees that their performance is inadequate

Ascertain the reason for the lack of performance

Specify exactly why their performance is not acceptable

Specify what the employee is expected to do in the future

Provide clear warnings that a failure to correct performance can lead to adverse consequences.

Step 2:Providing an opportunity to improve (Performance Improvement Plan)

Employees must be provided with an opportunity to improve.Usually if an employee is unable to demonstrate the required expectations with the correct resources, some organisations will use this as grounds to dismiss an employee.Other companies may only use the Performance Improvement Plan as a tool to assist employees in improving their performance.

The steps usually used in the PIP procedures usually include:

1. The identification of unacceptable performance standards

2. Informing the employee that they are going to be issued with a PIP

3. Employee receives PIP and is given between 60 to 90 days to improve

4. Employee’s performance is reviewed.

During this whole process, you should provide your staff member with the required level of support to obtain the performance level required.

Step 3: Taking action

This usually includes steps three and four of the PIP procedures above.Support may include:

Access to procedures

Copies of job description

Meetings

Support of a mentor or a coach depending on the performance levels required.

In developing a PIP, you are planning for the future needs of your team.Once a performance inadequacy has been identified and addressed, then the staff member will be at a level to learn a new skill that may be required as part of the organisations continuous improvement process.

Future Planning (processes and procedures):

What are your competitors doing?

Why is demand changing?

What impact does less consumer spending have on our return in investment?

Are our contingency plans still sufficient?

All of these questions and more run through the minds of management.As demand changes, technological innovation strives ahead and the consumer becomes even more discerning in their wants, needs and expectations.It is important to make sure that you are always scanning the internal and external environment to make sure that you stay ahead of your competitors.It can be the difference in maintaining your share of the market and losing it.

Activities 3.2 and 3.3

Skills and Knowledge Activity

Nearly there…

Major Activity – An opportunity to revise the unit

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an opportunity to revise the entire unit and allows your trainer to check your knowledge and understanding of what you have covered. It should take between and 1-2 hours to complete and your trainer will let you know whether they wish for you to complete it in your own time or during session. Once this is completed, you will have finished this unit and be ready to move onto the next, well done!

Congratulations!

You have now finished the unit BSBMGT516‘Facilitate continuous improvement’.

References
Australia Institute

URL Address: www.tai.org.au

Access Date 19.9.2014

Australian Human Rights

Corporate Social Responsibility

URL Address: www.hreoc.gov.au/human_rights/corporate_social_responsibility/corporate_social_responsibility.html

Access Date: 19.9.2014

Coaching

URL Address: www.brefigroup.co.uk/coaching/types_of_coaching.html

26.01.2011

Consensus decision making

URL Address: www.npd-solutions.com/consensus.html

Access Date: 19.9.2014
EPA
Ecological footprint

Measuring our impact on the environment

URL Address:www.epa.vic.gov.au/get-involved/measure-your-impact/ecological-footprint

Access Date: 19.9.2014
Kotter’s eight-step change model

URL Address: www.mindtools.com/pages/article/newPPM_82.htm

Access Date:19.9.2014

Ownership Associates Inc

Self-direction and Employee Ownership

URL Address: www.ownershipassociates.com/selfdir.shtm

Access Date: 19.9.2014
Sustainability reporting

Parliament of Australia

Parliamentary Library
URL Address: www.aph.gov.au/About_Parliament/Parliamentary_Departments/Parliamentary_Library/Browse_by_Topic/ClimateChange/responses/economic/Sustainability
Access Date: 19.9.2014
Team performance plans

URL Address: www.dlsweb.rmit.edu.au/toolbox/leadership/toolbox/tp/tp_c15.html

Access Date: 19.9.2014

The Art of Best Practice Transfer

Kocourek, P.F, Mancini, W.J and Calderon, M.

URL Address: www.strategy-business.com/article/20785?gko=cd952

Access Date: 19.9.2014

The NSW Office of Environment and Heritage

URL Address:www.environment.nsw.gov.au/sustainability/index.htm

Access Date: 19.9.2014

MSA Training and Professional Development Phone: 03 9905 3180

Room 159, 21 Chancellors Walk Website: monashshortcourses.com

Monash University Clayton, Vic 3800

BSBMGT516V3 24.01.19

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leadership2222

Assessment – BSBMGT5 16 : Facilitate continuous improvement

Competency Record to be completed by Assessor

Skills and Knowledge Activity

Observation/Demonstration

Activity 1.1

Activities 1.2 and 1.3

Activities 1.4 and 1.5

Activities 2.1 and 2.2

Activity 3.1

Activities 3.2 and 3.3

Major Activity

Table of Contents

Housekeeping Items

What information could you provide your team with?

Decision-making processes in detail

Forums

Scenario 2

1.5 – Ensure that insights and experiences from business activities are captured and accessible through knowledge management systems

2.2 – Adjust and communicate strategies to stakeholders according to organisational procedures

3.3 – Consider areas identified for further improvement when undertaking future planning

Skills and Knowledge Activity

References

Unit of Competency

Performance Criteria

Foundation Skills

Assessment Requirements

Objectives

1. Lead continuous improvement systems and processes

1.1 – Develop strategies to ensure that team members are actively encouraged and supported to participate in decision-making processes, assume responsibility and exercise initiative as appropriate

Clarification of roles and expectations

Communication devices and processes – such as intranet and email communication systems – to facilitate input into workplace decisions

Long-term or short-term plans factoring in opportunities for team input

Mentoring and ‘buddy’ systems to support team members to participate in decision making

Training and development activities

Performance plans

Reward/recognition programs for high performing staff

Why teams don’t work in the decision-making process?

Activity 1.1

1.2 – Establish systems to ensure that the organisation’s continuous improvement processes are communicated to stakeholders

The stakeholders

The continuous improvement process

Systems

Policies and procedures

Scenario 1

Scenario 3

Scenario 4

Scenario 5

1.3 – Ensure that change and improvement processes meet sustainability requirements

Addressing environmental resource sustainability initiatives

Apply the waste management hierarchy in the workplace

Regulations and Corporate Social Responsibility (CSR)

Waste management

Ecological footprint

Government initiatives

Productivity stewardship

Green purchasing

Sustainability reporting

Supporting sustainable supply chain

1.4 – Develop effective mentoring and coaching processes to ensure that individuals and teams are able to implement and support the organisation’s continuous improvement processes

Effective mentoring

Types of mentoring

Skills for mentors

Mentoring model

Effective coaching

Skills for coaches

Activities 1.2 and 1.3

Activities 1.4 and 1.5

2. Monitor and adjust performance strategies

2.1 – Develop strategies to ensure that systems and processes are used to monitor operational progress and to identify ways in which planning and operations could be improved

Problem-solving chart

Problem solving flow chart

Activities 2.1 and 2.2

3. Manage opportunities for further improvement

3.1 – Establish processes to ensure that team members are informed of outcomes of continuous improvement efforts

Activity 3.1

3.2 – Ensure processes include recording of work team performance to assist in identifying further opportunities for improvement

Recordingfor work team performance

Activities 3.2 and 3.3

Major Activity – An opportunity to revise the unit

Assessment – BSBMGT5

16

: Facilitate continuous improvement